Recognizing Successful Leadership Styles:
Gender Doesn’t Make a Difference
Chief Karin Montejo
1978 – I was dispatched to a neighborhood dispute. As I approached the complainant, he took one look at me and said he wanted a real cop. I told him I was a real cop, and I was the only one that he was going to get. Refusing to talk to me, I left, only to have him call back a short time later. I returned; in fact, I returned three more times before I was finally able to resolve his issues. Issues, plural, because not only did he have a neighborhood dispute, he had an issue with me as a female officer. Back in the 70’s, it was often a challenge to get people to see womenas professional law enforcement officers – we were an anomaly and many people couldn’t believe a “little girl” was ever going to be able to do the job. But we did – and today, the sight of women in uniform barely raises an eyebrow – women have established themselves as viable, successful officers. Female officers at the entry level are becoming more commonplace, but women in positions of higher supervisory levels still remain under-represented. Are there certain challenges that women in law enforcement must overcome in their quest for leadership positions?
Meeting the challenges of leadership often takes different routes for men and women. How we meet these challenges has significant historical and sociological roots. Early socialization for women, has, in the past, and to some extent today, focused on democratic/interactive styles of leadership, nurturers, and peacemakers, diffusing conflict before it becomes an issue. For years, these characteristics were considered soft, ineffective, indecisive and were tagged as “feminine” types of leadership. Those who embraced this type of leadership style were seen as weak and ineffective. The belief was that if you are the boss, you should make all the decisions – it shows that you are in charge and people should look to you for all the answers. Leaders who ask for input must be weak; they don’t know what to do and have to ask others for help. Don’t fall for this trap – you should make the best decision with the best information you have at the time. Over time, these traits have been associated with a variety of successful leadership skills, and the “feminine traits” are now effective. How effective? Very.
In recent years, there has been a movement towards an inclusive and participatory style of leadership. Affording subordinates an opportunity to provide input in the decision-making process has proven to be a highly successful form of leadership. Allowing people who are going to be affected by the policy decision to participate in meetings and discussions, results in positive outcomes. First, few of us know it all (really!) and who knows more about an issue than those who do the job everyday.
Process
When an issue arises, make sure that you are not the problem solver, allowing your employees to become dependent on you. Step up to your position of a facilitator.
Listen to what your people have to say. Really listen. Actively listening to your employees and engaging them in discussion not only perpetuates the exchange of ideas, but provides a learning environment for all.
Recognize what they say has value. Everyone views the world from their own experience. Whether you agree with the statement or not, the fact that a person is engaging in the process adds value to the decision making process. You do not have to agree with the statement, you do not have to support it, but you must respect the person who offers it. Different doesn’t mean it’s wrong! Step back for a minute and let the new information sink in – is there something persuasive in their argument? Does it cast a unique point of view? Allow yourself to embrace diverse opinions.
Truly give their recommendations consideration. How many times has someone offered a suggestion and your immediate response is NO! We’ve always done it this way or NO! We’ve tried it before and it didn’t work or NO! That’s a stupid idea. That fact that we’ve always done it this way is no excuse for not looking at alternatives. There’s an old saying that if you keep doing things the same old way you will keep getting the same old results.Opinions that differ from yours don’t have to be a threat to you ability as a leader. Rather, it provides you an opportunity to grow the future leaders of your department. Look past your point of view – you might learn something!
Whenever possible, incorporate some of their suggestions into the final plan. Rarely does one person’s decision resolve the entire problem. And, problems seldom have just one issue to address. Most problems are composed of a variety of topics, but decisions are made on the most critical components. When available, use all of your available resources.
Results
So, what do you get from this type of leadership? You get buy in from your subordinates. When your people believe that they are part of the solution, whether you have embraced their input completely, minimally, or not at all, the opportunity to have been included and to be valued, results in their willingness to embrace change. If some part of their suggestion can be incorporated, and as long as it is not illegal or fiscally prohibitive, give it a chance. The actual implementation of their suggestions has an immediate and positive effect that has lasting staying power. Everyone wants to feel appreciated and valued – it is one of out basic needs. Policing can be one of the most rewarding jobs, but it can also be one of the most isolating ones, as we respond to others crisis, resolve their concerns and move on to the next. We are used to making split-second decisions, without anyone else’s input. That works well on the street, but as one moves into supervisory and leadership positions, decisions are usually not made instantaneously, and should not be made unilaterally. It’s not all about you. Learn to share in the process, share the challenges, empower your subordinates and celebrate the successful outcomes with your team.
Law enforcement provides men and women with challenging experiences and how we respond to them comprisesthe footprint for our future. In the area of leadership, there are a variety of leadership styles that are utilized everyday in the successful execution of our responsibilities. The positive results of interactive and participatory leadership provide growing opportunities to all involved. There are times when autocratic leadership is absolutely essential, and for those situations, employ it. However, when the opportunity to instruct presents itself, evaluate it, encourage it and most of all, experience it – you just might embrace it.
Remember: “Although your position as a manager or supervisor gives you the authority to accomplish certain tasks and objectives, the power does not make you a leader, it simply makes you the boss” (Unknown Author).